Dana Quick

About Dana Quick

Enterprise PMO and transformation leader with 15+ years of experience driving large scale change across healthcare and fintech organizations. I specialize in enterprise portfolio leadership, M&A integration, divestitures, and complex cross functional delivery, partnering closely with executive teams to translate strategy into measurable business outcomes. I currently lead the Enterprise Project Management Office at FinThrive, where I provide executive oversight across strategic initiatives spanning M&A, HRIS, GTM, and Technology. My role centers on portfolio governance, delivery discipline, and value realization—ensuring enterprise investments are prioritized effectively, risks are surfaced early, and outcomes align with organizational goals. Throughout my career, I’ve led $1.7B+ acquisition integrations, enterprise divestitures, and large scale system migrations impacting thousands of users across multiple platforms. I’ve governed programs with 13+ workstreams and 180+ contributors running in parallel, accelerated TSA timelines to drive significant cost avoidance, and helped organizations navigate growth, integration, and operational readiness at scale. I’m known for building and maturing high performing PMO organizations—developing Project and Program Managers, establishing repeatable governance and delivery frameworks, and strengthening integration playbooks to support predictable execution. I serve as a trusted advisor to senior leaders, providing clear, actionable insight into portfolio health, risk, and progress to support executive decision making.My background includes progressive leadership roles from Technical Program Manager through Enterprise PMO leadership, with deep experience in customer retention, product launches, operational readiness, and enterprise change management. I bring a pragmatic, people focused leadership style grounded in accountability, transparency, and results.

Experience

1. Director, Enterprise Pmo

   FinThrive

   May 2024 — Present

   Lead the Enterprise PMO, establishing standardized tools, governance, and delivery processes to ensure alignment of strategic initiatives with organizational objectives Provide executive level reporting and insights into the status, risks, and outcomes of all major enterprise and strategic programs to the Executive Leadership Team Manage and develop Project Managers and Program Managers, providing coaching, oversight, and performance support across complex enterprise initiatives Direct cross functional enterprise initiatives spanning HRIS, GTM, and Technology, ensuring coordinated execution across multiple business units Strengthen enterprise partnerships by building and maintaining strong relationships across departments to ensure PMO support delivers measurable business value Led seven simultaneous product sunsets with large scale customer migrations, partnering across product, engineering, operations, and support to deliver coordinated communications, enablement, onboarding, and sustained customer success Continue to manage any integration and divestiture activities as they arise

Education

• Oral Roberts University

  BS, Management

  2002 — 2004

• Oral Roberts University

  Masters, Business Administration

  2004 — 2005

Skills

• Project Planning
• Strategic Planning
• Access
• Customer Retention
• Strategy
• Project Management
• Pmo
• Pmp
• Deliverables
• Leadership
• Customer Relationship Management (Crm)
• Software Documentation
• Sdlc
• Business Unit Start-Up
• Customer Satisfaction
• Training
• Sharepoint
• Team Leadership
• Vendor Management
• Hipaa
• Program Management
• Healthcare
• Business Process Improvement
• Process Improvement
• Health Information Exchange
• Software Implementation
• Visio
• Project Plans
• Business Analysis
• Customer Insight
• Cross-Functional Team Leadership
• Healthcare Consulting
• Ehr
• Healthcare Information Technology
• Hl7
• Revenue Cycle
• Management
• Team Building
• Teaching
• Schedules